FEATURE
with proactive arrangements made to divert medical evacuations and repatriations to ash-free zones. Spain was identified as the center of medical excellence with providers in Southern Europe put on stand-by. “So while some of the solutions were very different from usual, there were always options and we were still able to deliver medical and security assistance to all clients”, says Arnaud Derossi.
Surge in volumes
Meanwhile, very high volumes of calls were coming in from individual travelers, corporate travel managers and security directors – with a surge in calls to International SOS’ London and Paris alarm centers of 65%.
“With information not readily available through other channels and travel itineraries in chaos, many members were calling for travel assistance – alternative travel options, ticketing information and so on”, says Michael Hancock. “We advised them on points of contact and made sure they were referred effectively to travel agents, airlines and employers who could make the necessary arrangements.” Because of the huge demand for information International SOS rapidly launched a special website for all members to provide live information, contact points and other useful links including what to do if in an ash cloud zone.
Direct support International SOS’ traveler-tracking service was vital to its response. In fact, in a survey conducted by International SOS soon after, over 90% of clients said they had used TravelTracker during the crisis. “We used TravelTracker extensively to help clients locate affected employees and advise them as needed”, says Scott Gilbert, Head of Security Operations for the joint venture between International SOS and Control Risks. “Some companies rely on suppliers for employee travel itinerary data”, he continues. “But during the crisis those third-party providers were often busy prioritizing travel requests rather than collating and relaying itinerary information. TravelTracker gave corporate risk and travel managers direct access to pinpoint the information needed to inform decision-making.” In some cases where members were finding
alternative routes to reach their destinations, International SOS security experts gave advice for staying safe when in transit across higher-risk locations. “Many clients were making every effort possible to return home. Giving them sound advice to help steer them down a safer route was key”, continues Scott. Other direct support for stranded travelers included
relaying emergency cash, extending and paying for additional accommodation, providing new prescriptions to replace medication that had run out, and reassuring travelers that they were using all the resources and options available to them in such an unpredictable situation. “While there were no volcano- specific medical issues, the medical team gave advice on how the ash cloud could affect the health of travelers, in particular those with chronic respiratory ailments. They also provided counseling and psychological support to very distressed clients”, says Arnaud Derossi.
Leadership role While the costs of the crisis are still being calculated, Dr Pascal Rey-Herme, International SOS co-founder and Group Medical Director, says that if there is a next time, things should be different. “A lot of yearly budgets have been ruined by this event. Planning is now fundamental to reduce such vulnerabilities for the future.”
He points out that risk management planning extends beyond the travel department to senior management, security, human resources and other departments. “This crisis pushed travel executives to take a leadership role. Ideally, it will demonstrate to senior leadership the value of having well-defined risk management plans in place that involve travel departments to manage and fulfill their duty of care.” Far worse problems could be on the horizon (for example if the neighboring Katla volcano should erupt, as often happens after seismic activity on Eyjafjallajökull). “Experience offers learning and the chance to be better prepared”, says Dr Rey-Herme. “Organizations need to act now, with urgency.” ■
Expecting the unexpected
While events like the ash cloud are necessarily unpredictable, there are key things companies can do now to be better prepared.
• Involve your travel department in crisis management planning. Develop policies that can be adapted based on unforeseen situations that may arise.
• Establish clear provider relationships. Even if you don’t have a regular contact with providers, engage all your providers in your travel policy and/or crisis management planning process.
• Don’t rely solely on your travel management suppliers because in a crisis they may be inundated and requests for travel itinerary data may not take precedence. Establish clear internal and external channels for obtaining, sharing and communicating information, advice and assistance.
• Establish traveler-tracking protocols, either with providers or by using travel- tracking software so that you can get travel information quickly. Train employees on procedures in order to effectively report and manage information.
• Inform and educate travelers about travel policies and procedures before they depart, with a specific focus on what to do in an emergency.
“ This crisis ”
pushed travel executives to take a leadership role
Hotline Silver Edition, 2010 9
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